Layston Grove Care Home

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

People felt they were treated with kindness and dignity. Some staff practice needed further development and embedding of training and guidance. The management team told us there was a new inspire framework being implemented to address this.

People’s needs were responded to, and they felt they were given choice and control.

There was a staff support system in place by the provider and further work was planned to develop relationships.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People and their relatives told us that most staff were kind and caring. A person said, “It is nice here, I have everything I need.” A relative said, “Some of the carers treat [person] like their own relative, so caring & kind.”

We spoke with the management team about our observations. They told us since our visit feedback they had provided feedback to staff and further training based on inspire framework. The registered managed told us as they were now back from extended leave, they would be providing on the floor guidance and leadership to help embed good practice.

Health and social care professionals who visited the home were positive about the approach of staff.

Staff were kind and friendly when interacting with people in most instances. However, we observed at times staff asked people how they were but didn’t wait for a response, even if the person was telling them something. We did observe several kind and friendly interactions between staff and people. For example, ‘would it be ok if I put your cardigan on, it’s quite cold today’.

People told us they felt they were treated as an individual, in a way they liked. Relatives also felt this way. A relative said, “My [person] is very happy, and I have peace of mind that they are being treated with respect.”

Staff were able to tell us about people’s individual needs and preferences.

Staff were seen, and heard, offering support as people needed. For example, a person came to lunch in their nightwear, staff member asked if they wanted to get dressed, when they declined they offered a dressing gown and went to get it for the person.

People's individual preferences were detailed in care plans. More work was needed to ensure this information was consistent throughout the plans.

People and relatives were positive about how they were supported in relation to independence and choice. A relative told us, “[Person] is very much involved making decisions about their care, choice is always offered, [person] needs a lot of persuasion around their hygiene, the staff will offer them a bath or shower and their usual answer is “no” The staff are then good suggesting they may wish to have a shower or bath later or may want to have a full body wash or a basic wash and all are offered at alternative times. I have also been very much involved in these decisions.”

Staff felt people were supported to maintain independence choice and control. They also felt there were sufficient opportunities to promote their wellbeing.

We observed people being asked if they were ready for care or support, or if they wanted to go into the dining room for lunch.

There was an inspire framework being implemented. This put people, their experiences and the culture of the home at the forefront of what was to be done.

Most people said their needs were meant swiftly. Some people told us at times they had to wait for support as staff were busy. A person said, “The staff are nice, but some do not like it when I ask for help.” A relative said, “I feel sometimes the staff seem very stretched. However, they are always polite. The care my relative receives is very personal from what I see, some of the carers treat [person] like their own relative, so caring & kind.”

The management team advised the system in place enabled them oversight of all care provided to ensure each person received the care they needed when they needed it.

We saw staff responding to most people when it was needed. When we asked staff to support people who had told us they needed care, staff responded swiftly.

Staff said they felt supported by the management team. The registered manager told us, “Thiere is a 'Anchor’s Being Well' website specifically for staff. There are numerous wellbeing and support available to staff that they can utilise. Staff were invited to attend a ‘Being Anchor’ workshop with the Director of care for the home and the home’s district manager. There they spoke about services which were available for staff to access, and how they could access them. In particular for staff health and wellbeing, we have the help@hand app where staff can access GP appointments, mental health support, physiotherapy and consultation advice.”

Staff received regular supervision and training. There was a website available that gave staff access to additional support, opportunities and facilities. Information was displayed on the staff notice board.